It’s always about pausing to accelerate and then converging into the team before evolving it with four steps: The basics of executive onboarding always apply. Accelerate team progress after your start by evolving the strategies first, and then operations and organization.Take control of your own transition, especially around deciding what to keep the same and what to change.Prepare in advance, especially around securing the resources and support you’ll need going forward.Given these, Jassy and you in similar circumstances need to manage the context you inherit as much as possible, take control of your own transition, and accelerate team progress after you start. And witness Bob Swan’s failure at Intel.ĭeliberately think through and implement your own, personal 100-Day Action PlanĪs I said in my first article for this publication, almost exactly ten years ago, In general, when leaders are promoted from within like Larry Page at Google, they need to keep in mind that they cannot control the context, cannot make a clean break, and have no honeymoon. Witness previously successful CEO Jim Hackett’s failure at Ford. Witness Jeff Immelt’s value destruction at GE. People like Steve Balmer at Microsoft got this right, building on Gate’s legacy while evolving the company. Their #1 question is always “How does this affect me?” Consciously or unconsciously, people know this and know you’re going to make changes. “Presume not that I am the thing I was For God doth know, so shall the world perceive, That I have turn’d away my former self So will I those that kept me company.” – Shakespeare, Henry IV part 2 Act V Scene Vīecoming CEO changes you and changes your relationships – even if you’ve been at the organization for 24 years as Jassy has. The CEO (Jassy) taking the lead on running the company, across its:īuild on that strong base to move forward – with just the right posture
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